The Team That Wasn’t!• What did Eric do right? What did Eric do wrong?• Describe Randy in the context of Covey.• Critique:

– Katzenbach--’the team or Randy must go– Segol--’objective vague, leadership weak, keep

Randy involved’– Baard--’problem is fusion, not Randy’ – Garber--’company culture doesn’t support

teams’– Hackman--’Randy acts as special agent’– Musselwhite & Hurson--’re-launch the team w/

inspiring goal & neutralize Randy’

Group Think: The Video

• View the video with Covey’s framework in mind.

• Describe the psycho-dynamics of the situation.

• Why did it happen as it did?• How would an ‘authentic leader’ manage

the situation?

Beliefs Affect Action

• Beliefs are Cause Maps that We Impose on Reality

• Believing Controls Seeing• What We See Conditions

Further (Reinforces) Belief

GroupThink Team Traits

• Sense of Infallibility• Unquestioned Morality• Suppression of Dissent• Quest for Unanimity• Stereotyping of Non-group

Members

GroupThink

ConvergentThought

Problem A Conclusion

Discussion& Debate Problem

No Action Decision Process

Ideal Decision Process

Problem Dialogue Discussion Action

Divergent Thinking

Convergent Thinking

"Gentlemen, I take it we are all in complete agreement on

the decision here...Then I propose we postpone further

discussion of this matter until our next meeting to

give ourselves time to develop disagreement and

perhaps gain some understanding of what the

decision is all about."

Preventing GroupThink• Promote/Encourage Inquiry (before

Advocacy)• Suspend Point of View and Hold for

Examination by All• Test & Question, especially that

which everyone believes true• Take Time• Never, Ever, Criticize or Judge

Members' Ideas

Productive Conflict Emerges When:• The team’s leader understands the

need for well-framed questions• The team is comprised of

heterogeneous thinking members– but with mutual respect

• The process of decision making delays forming early consensus– require each member to offer at least two alternative

views on each major issue– engage in brainstorming

Dealing with the Dominator

• Keep others involved by asking questions• Direct observations and remarks to the

group• Don’t engage in a one-on-one battle• Listen to the Dominator: give the person the

time everyone deserves• Don’t assume an adversarial position

Unsilencing the Silent

• Use open ended questions directed at the group as a whole and at the silent one(s) in particular

• Don’t embarrass the silent one(s) by using humor or calling attention to their lack of participation

• Responds positively to when the silent do speak-- listen

Discouraging the Socializer• Don’t get caught up in their story -- always

keep the purpose of the meeting in the forefront

• Be sensitive to the person(s) need for relationships

• Don’t belittle, badger or discount this person• Gently, but firmly bring the discussion back

on track

What If the Team is MisManaged

• Seek to Understand the Leader’s Frame

• Try to Communicate What You Believe the Team Needs for Better Decision Making

• Be Tactful• Be Positive